Spring Semester 2021 MBA Elective Course Syllabuses

Spring Semester 2021

MBA Elective Course Syllabuses * (English-Instructed)

Table of Contents

Business Marketing Management ................................................................................................................. 1

Corporate Governance .................................................................................................................................. 4

Fixed Income Securities and Interest Rate Modeling ................................................................................. 12

Global Strategy and Organization ............................................................................................................... 14

Global Technology Strategy ........................................................................................................................ 16

Introduction to FinTech............................................................................................................................... 19

Leading Digital Transformation .................................................................................................................. 21

Macroeconomic and Financial Analysis ..................................................................................................... 25

Management of Global Enterprises ............................................................................................................ 29

Marketing Research .................................................................................................................................... 33

Practical Strategic Management.................................................................................................................. 35

Seminar of Management Accounting Research NEW ................................................................................... 37

Strategic Analysis & Presentation Workshop .............................................................................................. 44

Elementary Chinese B ................................................................................................................................ 49

Pre-intermediate Chinese B ........................................................................................................................ 50

* This syllabus is only for reference of your course selection, and the finalized version will be distributed by

the course instructor in class

MBA Elective Course Syllabuses (English-Instructed)

This syllabus is only for reference of your course selection, and the finalized version will be distributed by the instructor in class

1

Business Marketing Management

Course Number: 80516081

Course Name (CH): 实战中的市场营销管理

Course Name (EN): Business Marketing Management

Credits: 1

Prerequisites:

Teaching Language: □CH □CH+EN (EN ≥50%) ■EN

Courseware Language: □CH ■EN

Teaching Method: ■ lecture ■ discussion ■ case study ■ literature reading □

computer-aided assignment ■students’ in-class presentation

Assessment Method: □in-class quiz □oral presentation □group discussion

□case analysis (report) □final report/thesis □final exam

■practice project (report) □others_________________________

Semester: ■spring □autumn □summer

Course Category: □core course ■elective course

Target Students: □Undergraduate □Master □PhD ■MBA

□EMBA □TIEMBA

Instructor: John Zhang Fan

Office:

E-mail: [email protected]

Office Phone:

Office Hour:

Discussion Board: http://info.tsinghua.edu.cn

Course Description:

The topic is designed to improve MBA students’ capabilities and understanding of marketing

operation in market place. After finish the subject, the students will be able to

build the mindset of marketing management essential with overall picture on

business operation

improve the level of business understanding on target customer expectation

identify customer real needs and buying center

monitor competitor movement

transform the knowledge and concept into daily practices

The marketing operation process will be the core of the course and also shows the big picture about

what the marketing management is. Based on it, students not only are familiar with the concepts but

also are able to take action in their daily business operation related. The participants will be formed

into different groups for managing a company in market. They have to do their market research &

analysis to get the data and run their own business selected. During the learning period, they also

have to do their SWOT analysis, to position themselves in the business value chain as well as the

role in comparison with competitors, for instance, market leader or follower, etc. Right after the



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positioning, business strategy has to be identified, and a good market strategy should be highly

wanted to give the guideline of 4Ps, which are product, price, place and promotion as well.

Textbooks & References:

1. Handout prepared by the lecture

2. Marketing Management / Philip Kolter

3. Business Market Management / James C. Anderson

Grading:

No. Assessment method Percentage

1. Team discussion 30%

2. Final report 50%

3. Attendance 20%

Teaching Schedule:

Week Content Literature reading Cases

Day I

Market Operation Overview

‐ Marketing operation process

Market Analysis：

‐ industry regulation, current status and

future trend

‐ market segmentation and target group

‐ target group’s needs and buying center

/ consumer buying behavior

‐ market competition and competitors

analysis

Company status

‐ Business performance status

‐ SWOT analysis

Market positioning

‐ role in the industry value chain

‐ market position in comparison with

competitors

‐ product / solution offered to the

market

Handout A few

Day II Business Strategy handout A few



3

Week Content Literature reading Cases

‐ 5 tasks of strategic management

‐ HR

‐ R&D

‐ Product portfolio / roadmap

‐ Production

‐ Operation

‐ etc

Marketing Strategy

‐ marketing strategy break down

‐ Product leadership / customer

intimacy / operation excellence

‐ leader / follower / industry average /

below average

Marketing mix

‐ Product

‐ Price

‐ Place

‐ Promotion

Other requirements and information:

Working experience preferred



4

Corporate Governance Course Number: 80510722

Course Name (CH): 公司治理

Course Name (EN): Corporate Governance

Credits: 2

Prerequisites: Principles of Economics, Corporate Strategy, Corporate Finance



Teaching Method: ■ lecture □ discussion □ case study □ literature reading

□computer-aided assignment ■students’ in-class presentation

Assessment Method: □in-class quiz ■oral presentation ■group discussion

■case analysis (report) ■final report/thesis □final exam

□practice project (report) □others_________________________



Target Students: □Undergraduate ■Master □PhD ■MBA

□EMBA □TIEMBA

Instructor: Professor Yao Lu

Office: Rm. 347, Weilun Bldg.


Office Phone: 6279 7399

Office Hour: reservation required


Course Description

Leaning objectives and contents:

Why can the capital market make capital available to fundraisers and help investors earn money? Why

can a company make an investment and raise funds? All these are because of the corporate governance

mechanism.

“Corporate Governance” is a guarantee of continuous and effective running of the capital market. With

the development and globalization of the capital market, practitioners, decision makers and scholars pay

more and more attentions to corporate governance issues. Viewing from the perspective of enterprises, the

purpose of this course is to introduce how to establish a sound corporate governance system so as to alleviate

the principal-agent problem, adapt to product market changes and technological development, and eventually

improve a company’s operation efficiency and valuation in the capital market. Viewing from the perspective

of investors, the purpose of this course is to teach participants how to analyze a potential investment target’s

future operation and growth potential and make a right investment decision according to its corporate

governance quality.



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The course is comprised of nine modules, i.e. the principal-agent problem and basic corporate

governance framework, ownership can corporate control right, investor relationship management, executive

compensation and incentive mechanism, board of directors and board operation, external governance

mechanisms, soft governance mechanisms, big data empirical evidence on corporate governance systems in

US and China, and change and development trends of corporate governance mechanisms in the context of

current transformation of digital economy. These modules, though interconnected, are relatively independent

from each other.

This course does not only introduce basic theoretical knowledge and cutting-edge academic research

conclusions on corporate governance, but also enables students to learn about some classic business cases,

such as how companies like Google, Amazon, and others keep their technology leading in the world for a

long time by motivating employees to innovate, why Steve Jobs was once expelled from Apple, even he

made such a great contribution to Apple, why Masayoshi Son, the largest shareholder of Alibaba, is willing

to waive the right to control Alibaba, and why the Rockefeller family can succeed in inheriting wealth for

more than six generations. This course covers not only general and classic corporate governance theories, but

also future change and development trends of corporate governance in the social context of transformation of

digital economy. The ultimate goal of the course is to help participants get a comprehensive understanding of

how corporate governance helps enterprises create and enhance value from both theoretical and practical

perspectives, and contribute participants to become experts of capital market operation.

Teaching Agenda

Order of

Classes/ Date Content of Teaching

Required

Reading

Materials

Part I

An introduction to the Course

Basic Concepts of the Principal-Agent Problem and Basic

Framework of Corporate Governance Structure

Internal Corporate Governance Mechanism

Ownership and Corporate Control Right

Lecture notes

Part II

Internal Corporate Governance Mechanism

Investor Relationship Management

Executive Compensation and Incentive Mechanism

Board of Directors and Its Operation

Lecture notes

Part III

External Corporate Governance Mechanisms

Soft Corporate Governance Mechanisms

Big Data Empirical Evidence on Corporate Governance

System

Lecture notes

Part IV

Change and Development Trends of Corporate Governance in

the Context of Transformation of Digital Economy

Summary of the Course

Case Discussion by Participants

Lecture notes

Required and Recommended Reading Materials



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Required reading materials: Lecture notes

Recommended text books (not required)

Corporate Governance, by John L. Colley, Jr., Jacqueline L. Doyle, George W. Logan, and

Wallance Stettinius, Published by The McGraw-Hill Companies

Corporate Governance, by Christine A. Mallin, Published by Oxford University Press

Governance in the Digital Age: A Guide for the Modern Corporate Board Director, by Brian

Stafford and Dottie Schindlinger, published by Wiley.

Supplemental readings (not required). These articles can be download from https://www.jstor.org/ or

www.ssrn.com for free.

1. General Reading:

o Jensen, Michael C., 1986, Agency Cost of Free Cash Flow, Corporate Finance and

Takeovers, American Economic Review 76, 323-329.

o Shleifer, Andrei and Robert W. Vishey, 1997, A Survey of Corporate Governance, Journal

of Finance LII, 737-738.

2. Impact of Corporate Governance Problem:

o Stealing Corporate Resources and Enjoy Private Benefits of Control:

Evidence from Managerial Compensation

Jensen and Murphy, 1990, Performance pay and top management

incentives, Journal of Political Economy 98, 225-264

Core, John E., Robter W. Holthausen, and David F. Larcker, 1999,

Corporate Governance, Chief Executive Officer Compensation, and Firm

Performance, Journal of Financial Economics 51, 371-406.

Bertrand, Marianne and Sendhil Mullainathan, 2001, Are CEOs Reward for

Luck? The One without Principals Are, Quarterly Journal of Economics

116, 901-932.

Morse, Adair, Vikram Nanda, and Amit Seru, 2008, Are Incentive Contracts

Rigged by Powerful CEOs? Working Paper, Available at

http://faculty.chicagobooth.edu/adair.morse/research/MorseNandaSeruCeo_

paper.pdf

Evidence from Tunneling

Bertrand, Marianne, Paras Mehta, and Sendhil Mullainathan, 2002,

Ferreting out Tunneling: An Application to Indian Business Groups,

Quarterly Journal of Economics 117, 121-148.

o Enjoy Quiet Life:

Bertrand, Marianne and Sendhil Mullinathan, 2003, Enjoying the Quiet Life?

Corporate Governance and Managerial Preferences, Journal of Political Economy

111, 1043-1075.

Cronqvist, Henrik, Fredrik Heyman, Mattias Nilsson, Helena Svaleryd, and Jonas

Vlachos, 2009, Do entrenched managers pay their workers more? Journal of

Finance 64, 309-340.

3. What Determines the Quality of Corporate Governance:

o Managerial Ownership:

Demsetz, Harold and Kenneth Lehn, 1985, The Structure of Corporate Ownership:

Causes and Consequences, Journal of Political Economy 93, 1155-1177.

Morck, Randall, Andrei Shleifer, and Robert W. Vishney, 1988, Management

https://www.jstor.org/

http://www.ssrn.com/



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Ownership and Market Valuation: An Empirical Analysis, Journal of Financial

Economics 20, 293-315

McConnell, John J. and Henri Servaes, 1990, Additional Evidence on Equity

Ownership and Corporate Value, Journal of Financial Economics 27, 187-223

Himmelberg, Charles P. R. Glenn Hubbard, and Darius Palia, 1999, Understanding

the Determinants of Managerial Ownership and the Link between Ownership and

Performance, Journal of Financial Economics 53, 353-384

E. Han Kim and Yao Lu, 2011, “CEO ownership, external governance, and

risk-taking”，Journal of Financial Economics,102 (2): Page272-292.

o Effects of Board:

Adams, Renee B., Benjanmin E. Hermalin, and Michael S. Weisbach, 2010, The

Role of Boards of Directors in Corporate Governance: A Conceptual Framework

and Survey, Journal of Economic Literature 2010, 48:1, 57-107.

Hermalin, Benjamin E. and Michael S. Weisbach, 1988, The Determinants of Board

Composition, RAND Journal of Economics 19, 589-606.

Hermalin, Benjamin E. and Michael S. Weisbach, 1998, Endogenously Chosen

Boards of Directors and Their Monitoring of the CEO, American Economic Review

88, 96-118.

Hermalin, Benjamin E. and Michael S. Weisbach, 2003, Boards of Directors as an

Endogenously Determined Institution: A Survey of the Economic Literature,

Economic Policy Review 9, 7-26.

Kang, Shinwoo, E. Han Kim and Yao Lu, 2018, “Does independent directors’ CEO

experience matter?” at Review of Finance, 22(3): Page 905-949.

o External Monitoring from Institutional Investors and Voting Rights:

Gillan, Stuart L. and Laura T. Starks, 2000, Corporate Governance Proposals and

Shareholder Activism: The Role of Institutional Investors, Journal of Financial

Economics 57, 275-303.

Jay C. Hartzell and Laura T. Starks. 2003. Institutional Investors and Executive

Compensation. Journal of Finance 58, 2351-2374.

Holderness, Clifford G., 2003, A Survey of Blockholdings and Corporate Control,

Economic Policy Review 9, 51-64.

Davis, Gerald F. and E. Han Kim, 2007, Business Ties and Proxy Voting by Mutual

Funds, Journal of Financial Economics 85, 552-570.

Cai, Jie, Jacqueline L. Carner, and Ralph A. Walking, 2009, Electing Directors,

forthcoming Journal of Finance.

o External Monitoring from Financial Institutes:

Jensen, Michael C. and Willian H. Meckling, 1976, Theory of the Firm: Managerial

Behavior, Agency Costs, and Capital Structure, Journal of Financial Economics 3,

305-360.

Berger, Ofek and Yermack, 1997, Managerial entrenchment and capital structure

decisions, Journal of Finance 52, 1411-1438.

o Pressures from Project Market Competition:

Maria Guadalupe and Francisco Perez-Gonzalez, 2007, The Impact of Product

Market Competition on Private Benefits of Control, Working paper. Available at

http://www.law.virginia.edu/pdf/olin/conf07/P%C3%A9rez-Gonz%C3%A1lez.pdf



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Giroud, Xavier and Mueller, Holger M., 2009, Does Corporate Governance Matter

in Competitive Industries? Journal of Financial Economics, forthcoming.

o Pressures from Market of Corporate Control:

Bertrand, Marianne and Sendhil Mullinathan, 2003, Enjoying the Quiet Life?

Corporate Governance and Managerial Preferences, Journal of Political Economy

111, 1043-1075. (Instructor)

Gompers, Paul, Joy Ishii, and Andrew Metrick, 2003, Corporate Governance and

Equity Prices, Quarterly Journal of Economics 118, 107-155.

Bebchuk, Lucian, Alma Cohen, and Allen Ferrell, 2004, What Matters in Corporate

Governance? Review of Financial Studies 22, 783-827.

Cremers and Nair, Governance Mechanisms and Equity Prices, 2005, Journal of

Finance, Volume 60 Page 2859.

o Effects of Legal Environments and Regulations:

La Porta, Rafeal, Florencio Lopez-De-Silanes, Andrei Shleifer, and Robert Vishny,

2002, Investor Protection and Corporate Valuation, Journal of Finance 57,

1147-1170.

Shleifer, Andrei and Daniel Wolfenzon, 2002, Investor Protection and Equity

Markets, Journal of Financial Economics 66, 3-27.

Durnev Art and E. Han Kim, 2005, To Steal or Not to Steal: Firm Attributes, Legal

Environment, and Valuation, Journal of Finance 60, 1461-1493.

Chnaochharia, Vidhi and Yaniv Grinstein, 2007, Corporate Governance and Firms

Value: The Impact of the 2002 governance Rules, the Journal of Finance Vol. LXII.

NO4. August 2007

Chnaochharia, Vidhi and Yaniv Grinstein, 2008, CEO Compensation and Board

Structure, the Journal of Finance.

4. CEO and Top Management Teams:

o CEO characteristics

Bertrand, Marianne and Antoinette Schoar, Managing with Style: The Effect of

Managers on Firm Policies, Quarterly Journal of Economics 118, 1169-1208.

Bebchuk, Lucian, Martjin Cremers, and Urs Peyer, 2008, CEO centrality, Harvard

Law and Economics Discussion Paper No. 601. Available at

http://www.nber.org/papers/w13701.pdf

o CEO power and internal connectedness

Li, Minwen, Yao Lu and Gordon M. Phillips, 2019, "CEOs and the product market:

When are powerful CEOs beneficial?", Journal of Financial and Quantitative

Analysis (Lad Article), December 2019, 54(6): Page 2295 - 2326.

E. Han Kim, and Yao Lu, 2018, “Executive suite independence: Is it related to

board independence?”, Management Science, with E. Han Kim, 2018, 64(3): Page

1015-1033.

Khanna, Vikramaditya, E. Han Kim, and Yao Lu, 2015, "CEO connectedness and

corporate fraud", Journal of Finance 2015, 70 (3): Page 1203-1252.

5. Social Connections and Networks:

o Cai, Ye, and Merih Sevilir, 2012, Board Connections and M&A Transactions, Journal of

Financial Economics 103, 327-349.

o Hwang, Byong-Hyoun, and Seoyoung Kim, 2009, It Pays to Have Friends, Journal of

http://www.nber.org/papers/w13701.pdf



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Finances 93, 138-158.

o Hwang, Byong-Hyoun, and Seoyoung Kim, 2012, Social Ties and Earnings Management,

Working paper.

o Butler, A. W. and Gurun, U. G. (2011). Educational networks, mutual fund voting patterns,

and ceo compensation. Review of Financial Studies, forthcoming.

6. Political Connection of Firms:

o Fisman, Raymond, 2001, Estimating the Value of Political Connections, American

Economic Review 91, 1095-1102.

o Faccio, Mara, 2005, Politically Connected Firms, American Economic Review 96, 369-386.

o Faccio, M., W. Masulis, and J. McConnell, 2005, Political Connections and Corporate

Bailouts, Journal of Finance 61, 2597-2635.

o Dinc, Serdar, 2005, Politicians and banks: Political Influences on Government-owned

Banks in Emerging Countries, Journal of Financial Economics 77, 453-479.

o Khwaja, Asim Ijaz and Atif Mian, 2005, Do Lenders Favor Politically Connected Firms?

Rent Provision in an Emerging Financial Market, Quarterly Journal of Economics,

1371-1411.

7. State Owned Enterprises and Privatization

o William Megginson and Jeffrey Netter, 2001, From State to Market: A Survey of Empirical

Studies on Privatization, Journal of Economic Literature 39, 321-389.

o La Porta, Rafael, Florencio Lopez-de-Silanes, and Andrei Shleifer, 2001, Government

Ownership of Banks, Journal of Finance 57, 265-301.

o Gupta, Nandini, 2005, Partial Privatization and Firm Performance, Journal of Finance 60,

987-1015.

Assessment Methods and Criteria

No. Assessment Methods Percentage

1 Class attendance and participation 30%

2 Final corporate governance case

discussion and report

40% = group presentation 20% + group report

20%

(The score of a participant is calculated based on

mutual evaluation across groups and within

groups).

3 Final in-class quiz 30%

Requirements for Final Corporate Governance Case Study

To help participants better understand the contents taught in class and corporate governance issues in

practice, participants are required to study and analyze a firm’s corporate governance for the final assessment.

Specific requirements are as follows:

1. The case study should be carried out in learning groups.

2. Each group should choose an enterprise as an object of case study and then systematically

analyze its corporate governance framework, internal, external and soft corporate governance

mechanisms in details.



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3. Participants are encouraged to choose companies of new economy, companies in new and

emerging industries, or companies with innovative and special business models.

4. It is required to analyze the application and implementation of main corporate governance

mechanisms taught in class, such as ownership structure, control right structure, investor relationship

management, incentive mechanisms for executives, and board of director operation, in the company

chosen. Corresponding strengths and weaknesses of these corporate governance mechanisms should also

be analyzed.

5. Each group should prepare a 20-minute class presentation and a written report.

6. The evaluation score of a group presentation, decided by the instructor and the participants in

other groups, accounts for 35% of the final score. The score given by the instructor and the average score

given by the participants from other groups (maximum score and minimum score are excluded) account

for 50% of the final score, respectively.

7. The score of written case study report accounts for 35% of the final score. Each group should

submit an electronic version of the report to the teaching assistant. The report should be submitted within

one month after the course finished, i.e. before Feb. 15, 2021.

8. Members in each group should give a score between 0 and 1 to each other according to their

contribution to the final case study. Each member’s final score for case study is the score of the group

multiplied by his or her contribution coefficient, which is equal to the average of the scores given by

other members within the same group.

Faculty Profile: Professor Yao Lu

Full Professor in Finance of Tsinghua SEM

Deputy Chair of the Department of Finance, SEM, Tsinghua University

Academic Director of TIEMBA (Tsinghua-INSEAD EMBA)

Deputy Director of Corporate Governance Center of Tsinghua University

Associate Editor of Pacific-Basin Finance Journal (SSCI index included journal)

Editorial board member of Corporate Governance: An International Review (SSCI

index included journal)

Obtained "Outstanding Youth Science Fund" from the National Natural Science

Foundation of China

Obtained "Tsinghua University Academic Newcomer Award"

Professor Yao Lu received her Ph.D. in Business Economics from Ross School

of business, University of Michigan-Ann Arbor, USA; before that, she received

Master's degree in Statistics and Financial Engineering from the Stern School of

Business, New York University.

Her main research focuses on corporate governance, M&As, corporate investment, financing and

restructuring, and capital market reform, development and globalization. Her teaching courses include

Corporate Governance (EMBA, MCFO, MBA), Corporate Finance (MBA, Master of Finance), M&As

(MBA, Master of Finance, MOOC), etc.



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She has won the Teaching Excellence Award of School of Economics and Management of Tsinghua

University, and the Teaching Star Award of Executive Education and Training Center of School of

Economics and Management of Tsinghua University.

She has published 36 papers in international and domestic top academic journals, including the Journal

of Finance, Management Science, Journal of Financial Economics, JFQA, Review of Finance, Journal of

Corporate Finance, Economic Research, Management World, etc. In addition, many of her articles are

posted on the “Harvard Corporate Governance Forum”.

At present, she is the Academic Member of EMBA Education Center and Executive Training Center of

SEM, Tsinghua University, respectively. She also serves as the Committee Member of China Finance

Association and the Research Fellow of Management Research Center, Industrial Innovation and Finance

Research Institute, National Governance and Global Governance Research Institute of Tsinghua University.

She is also the Executive Committee Member of China Modern State-Owned Enterprise Research Institute

of Tsinghua University. She once served as the Academic Deputy Director of Tsinghua X-lab (Tsinghua

University Creative Innovation and Entrepreneurship Education Platform).



12

Fixed Income Securities and Interest Rate

Modeling


Course Name (CH): 固定收益证券与利率模型

Course Name (EN): Fixed Income Securities and Interest Rate Modeling

Credits: 3

Prerequisites: N/A



Teaching Method: ■lecture □discussion □case study □literature reading □

computer-aided assignment □students’ in-class presentation


□case analysis (report) □final report/thesis ■final exam




Target Students: □Undergraduate ■Master □PhD □MBA

□EMBA □TIEMBA

Instructor: Prof. Hao WANG (王浩)

Office: 318 Weilun Building


Class location: Weilun Building, Room 502

Class time: Tuesday 8:50am – 12:15pm

Office phone: 62797482

Office hour: by appointment

Discussion Board: http://learning.sem.tsinghua.edu.cn/

Course description:

The course is for students who consider careers practicing fixed income securities trading and

modeling, and those who are interested in academic or regulatory research in the areas of fixed

income securities and credit risk management. It provides an overview of fixed income markets,

and introduces tools to price fixed income instruments. Although the topics are quantitative by

nature, the course will not focus on technical issues per se. The goal is to help students understand

fixed income markets, learn trading strategies, and practice pricing skills.

Course materials:

Fixed Income Markets and Their Derivatives, Third Edition, by Suresh Sundaresan, Elsevier

mailto:[email protected]



13

Additional reading materials and teaching slides are to be uploaded to the course website before

class meetings.

Evaluation:

1. Homework and spreadsheet assignments 20%

2. Group projects and presentation 30%

a) Review project and presentation 15%

b) Empirical project 15%

3. Final exam 50%

Tentative schedule

Week Content Reading

1 Fixed income securities and markets Chapter 1

2 Basic knowledge and techniques Chapters 2 and 3

3 Treasury and money markets (repo) Chapters 4, 5 and 6

4 Interest rate risk (duration and convexity) Chapter 7

5 Constructing yield curve Chapter 8

6 Interest rate modeling and derivatives Chapters 9, 14, 15, 16, and 17

7 Credit risk markets and instruments Chapters 10, 11 and 12

8 Credit risk modeling Chapters 18 and 19

9 Group presentations

10 Class cancelled due to May Day holidays

11 Group presentations and course review

12 Final exam

Requirements and information:

1. Students are expected to have basic knowledge on finance and spreadsheet modeling. Advanced

programming skill (C++, Matlab, R) will be an asset.

2. Students are required to read the listed chapters of the textbook, and responsible for the

textbook knowledge tested in the final exam.

3. Tsinghua University values academic integrity. So do I. All students must understand the

meaning and consequence of cheating, plagiarism and other academic offences under the

Tsinghua University Code of Student Conduct and Disciplinary Procedure.

4. No early or late final exam will be granted without special request directly from the SEM

Teaching Department.



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Global Strategy and Organization


Course Name (CH): 全球战略与组织

Course Name (EN): Global Strategy and Organizations

Credits: 2

Prerequisites: N/A



Teaching Method: ■lecture ■discussion ■case study ■literature reading □







Target Students: □Undergraduate ■Master □PhD □MBA

□EMBA □TIEMBA

Instructor: Dr. Zhirong DUAN

Office: Weilun 313


Office Phone: +86 10 62798445

Office Hour: by appointment

Discussion Board: http://learning.sem.tsinghua.edu.cn/

Course Description:

This course aims at expanding students’ understanding of the strategies and organizational issues of

global firms. It is organized along two themes: theoretical foundations and firm-specific dynamics.

The country, industry and firm-level analyses of competition and strategy are the major contents in

the theoretical part, while a seminar style would be adapted for the second part, using real world

firms as the basis for discussion to explore strategic, organization, as well as management issues in

firms pursuing global business opportunities.


Main reference book:

Mike W. Peng (2009), “Global Strategic Management”, Second Edition, South-Western.

Other References: Journal articles and business publications to be announced in class.

Grading:



15


1 Attendance and Participation 10%

2 In-class Quizzes 15%

3 Team Project 50%

4 Individual Writing Assignment 25%

Teaching Schedule:

No. Content Literature Reading Cases

1 Introduction The Two Perspectives in Researching

Global Businesses

2 Foundations of Global Strategy Porter (1996), “What is strategy?”

3 Industry Analysis The Global Industry

4 Resources and Capabilities Peng (2009), Chapter 3

5 Institutions, Cultures and Ethics Peng (2009), Chapter 4

6 The Changing Environment Challenges in the Global Business

Environment

7 Team Presentation I

8 Foreign Market Entries: Entry

Barriers and Long-term

Development

Peng (2009), Chapter 5 TBA

9 The Entrepreneurial Firm: How great

ideas go global?

Peng (2009), Chapter 6 TBA

10 The Global Learning Organization Peng (2009), Chapter 10 TBA

11 Seminar session I Company Profile

12 Seminar session II Company Profile

13 Seminar session III Company Profile

14 Seminar session IV Company Profile

15 Seminar session V Company Profile

16 Course Summary



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Global Technology Strategy


Course Name (CH): 全球技术战略

Course Name (EN): Global Technology Strategy

Credits: 1

Prerequisites:



Teaching Method: ■ lecture □discussion ■ case study □ literature reading □


Assessment Method: □in-class quiz □oral presentation ■group discussion






□EMBA □TIEMBA

Instructor: Christopher Thomas

Office: TBD


Office Phone: TBD

Office Hour: TBD


Course Description:

This course is designed to help prepare future Chinese and international business leaders to compete in and

win in the technology industry. It will use real-life case studies, guest speakers and discussions on

theoretical strategy concepts to bring the technology industry to life and give students insight into how the

industry works and what it takes to win. The course will provide both a global perspective and a lens on the

unique characteristics of technology competition in China.

The information technology and Internet industries are core components of the modern economy. Not only

are they large and profitable in and of themselves – they also have a disproportionate impact on “traditional”

industries – for instance, mobile banking is now a core competitive differentiator component in financial

services, online real estate comparison websites have transformed how people buy houses, and social media

is the fastest growing sector of advertising spending. In addition, IT and Internet industries are different

than traditional industries. Their unique characteristics (network effects, economies of scope, fast-cycle

development, learning effects, etc.) require separate and dedicated study.

Finally, these industries are global in scope, but have a set of unique factors in China that business leaders

need to understand – a global and local perspective are essential for competing in technology in China.



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The class will be useful for a) future technology industry general managers b) future technology

entrepreneurs, c) future general managers across all industries attempting to understand the technology

industry more deeply, and d) future government leaders attempting to understand the technology industry

more deeply.

This course is a strategic management class, and is not SPECIFICALLY focused at “entrepreneurial

technology firm creation.” This is a large, complex and global industry and the course cannot cover every

aspect in one term.

Grading:

Students will be judged based on course participation (50%) and a facilitated “group debate performance”

delivered in one of the classes (50%)

Teaching Schedule:

Courses will specifically focus on the intersection of Chinese and global interests in the technology industry.

There will be a collection of “suggested readings” to benefit the students during the term.

The materials will be supplemented by “up to the minute” readings such as recent articles / reports

distributed the class beforehand.

No. Core Topic Case Study

Additional

Recommend

Reading Key Questions

1 Chinese Firms

Going Global

Lenovo: Being

on Top of a

Declining

Industry

Michael Porter:

What is Strategy

What is Lenovo’s strategy?

What is its globalization strategy?

What worked about globalization? What has

been challenging?

Why did it diversify into smartphones and

servers?

Why is smartphone so hard?

How have those bets played out?

Why is the PC industry declining?

What happens to industry dynamics as

technology matures?

2 Enterprise

Software and the

Emergence of the

Cloud

Yonyou 2013

McKinsey 2018

Survey on

Enterprise Cloud

Understand the software industry and software as a

product/service

Revenue models of software

Cost structures, pros and cons of different

revenue models

Cost structure of information goods

What is the impact of new delivery models, such

as cloud computing?



18

No. Core Topic Case Study

Additional

Recommend

Reading Key Questions

What are the specific challenges that Chinese

software companies face?

How is enterprise software important for

innovation in China?

3 US-China “Trade

Wars”

To be

distributed

To be distributed

To be distributed

4 Building the

Hardtech

Industry in

China

SMIC 2011 “Brave New

World: China’s

New

Semiconductor

Policy”

(McKinsey

Article)

What are the dynamics of the semiconductor

industry?

What are the roles of learning efficiencies and

scale in these industries?

How do these dynamics impact the end markets

(e.g. smartphones, PCs) that consume

semiconductors?

How strong was SMIC's strategy for entering the

global semiconductor market?

What is its key advantage?

How important are these advantages in relation to

the industry dynamics



19

Introduction to FinTech


Course Name (CH): 金融科技导论

Course Name (EN): Introduction to FinTech

Credits: 2

Prerequisites: N/A



Teaching Method: ■ lecture ■ discussion ■ case study □ literature reading

□computer-aided assignment ■students’ in-class presentation

Assessment Method: ■in-class quiz ■oral presentation ■group discussion






□EMBA □TIEMBA

Professor: JIANG Lei

Office： Weilun 328

Email： [email protected]

Office phone： (86) (10) 62797084

Office hour： TBD

Discussion board： http://www.sem.tsinghua.edu.cn

Course Description

Financial technology (FinTech) is revolutionary and rapidly changing the financial services industries. This

graduate course provides an introduction to FinTech such as blockchain, cryptocurrencies (e.g., Bitcoin and

Ethereum), and so on. Students are expected to develop a broad understanding of the recent FinTech

development and its impact in the financial industries especially through mutual fund and hedge fund

investment. Topics may include but are not limited to: blockchain and cryptocurrencies, Bitcoin, Ethereum,

Altcoins, and mutual funds investment. After successfully completing this course, students will be able to

understand recent FinTech developments and analyze their impact on the financial services industries,

describe the technologies underlying cryptocurrencies and blockchains and make investment through

managed funds.


Recommended Textbooks:

(Note: We will depend heavily on class slides, notes , but the following textbooks are recommended.)

Bitcoin and Cryptocurrency Technologies: A Comprehensive Introduction. by Arvind Narayanan,

Joseph Bonneau, Edward Felten, Andrew Miller, Steven Goldfeder, Princeton University Press, ISBN-13:




20

978-0691171692. An online version of an earlier edition of the book is available

Grading (percentage of all the assessment methods involved):

Ggroup presentation（30％）, in-class quizzes (10%), final exam（60％）

Quizzes:

Quizzes will be given throughout the semester.

Group Assignment:

The final group assignment asks groups of students to submit a PPT slides that describes an innovative

FinTech idea and provide plans to implement the idea. The students will present their idea in the class.

Grades will be assigned according to the idea, writing, and presentation.

Teaching Schedule (weeks, content, assignments. It can be in the tabular form.) :

Week Topics

1-2

Introduction to FinTech: Recent developments, Major areas in FinTech, Future prospects and

potential issues with FinTech.

Blockchain and Cryptocurrency Technologies: Cryptographic Hash Functions, Merkle Tree,

Digital Signature

3 Public and Private Keys, Blockchains, Proof of Work, Mining

4 Bitcoin and Other Cryptocurrencies I:

Bitcoin, Ethereum, Other Altcoins, Wallets, Exchange Markets, Payments

5 Bitcoin and Other Cryptocurrencies II: Transaction Fees, Anonymity, Mining, Ecosystem,

Politics, Regulation liquidity. Group presentation

6

Group presentation

7 Blockchain information and mutual fund investment

8

Further topics in Fintech such as machine learning and robo-advising

Final exam



21

Leading Digital Transformation


Course Name (CH): 引领数字化变革

Course Name (EN): Leading Digital Transformation

Credits: 1

Prerequisites: None



Teaching Method: ■ lecture ■ discussion ■ study ■ literature reading □


Assessment Method: □in-class quiz ■oral presentation ■group discussion

■case analysis (report) □final report/thesis □final exam

■practice project (report) □others_________________________




□EMBA □TIEMBA

Instructor: Prof. Ting Li

Office: TBD


Office Phone: TBD

Office Hour: TBD


Course Description (course objectives and content):

Is your business affected by digital innovation? Of course, digital innovation and transformation

takes place in every industry. From Facebook to Google to Uber, the shared infrastructure of

IT-enabled platforms is playing a transformational role. Across a variety of industries, companies

increasingly focus on understanding how they can create value with emerging technologies and

meet ever-changing consumer expectations to effectively compete in the digital age.

In this course, we will discuss concepts, theories, principles and frameworks related to the

following main topics: digital disruption, digital business model, digital platforms, and big data

analytics and experimentation. The course will draw examples from a wide range of digital

transformations over the last few years to help you understand the following key issues: How to

assess the digital threats of your business? How to evaluate the impact of digital technologies on

your industry position? Which digital business model fits your business? How to develop digital

platform opportunities for traditional product-based companies? How to identify opportunities for

customer-driven digital disruption? How to construct hypotheses and leverage business analytics

and experimentation in your business? By the end of the course, you will be prepared to incorporate

digital insights into your own organization as a manager, consultant, analyst, technologist, or

entrepreneur.



22

The objective of the course is to help you achieve the following:

Assess your digital threats; and evaluate how digital technologies impact your industry

dynamics

Examine different digital business models; and apply theories to explain disruptive innovations,

disintermediation, unbundling, and decoupling

Describe the key features of digital platforms; and explain the common challenges and

strategies in managing them

Identify opportunities to design digital platform-based business models for product-based

businesses

Apply theoretical framework to assess customer-driven digital disruption; examine the role of

online content in shifting consumer behavior along customer journey

Assess the advantages and limitations of digital experimentation and analytics; and identify

situations in which experiment and business analytics adds value in your business

This course takes place in September and consists of four sessions of three hours each. These

sessions cover a variety of key issues related to how modern businesses compete in the digital age:

digital disruption, digital business models, digital platforms, digital customer experience, and big

data, analytics & experimentation. The course is a combination of readings, lectures, case analyses,

in-class activities, and individual/group assignments. The course makes extensive use of the case

method. The case discussions are designed to introduce and illustrate the complexities associated

with the topic of the session. The lectures provide a series of frameworks and tools, blending theory

with practical examples and putting a special emphasis on input from your own experience. We will

organize a series of in-class activities for you to apply theory, models and frameworks in your own

companies. You are encouraged to bring your diversity of experiences, backgrounds, and interests to

the class discussions. It will be assumed that you will read all required materials and will be

prepared to contribute and discuss areas of interest.

Textbooks & References

This course uses a collection of separate readings instead of a book. The required readings for each

session are listed below. The cases that are discussed in the class will be made available.


The final grade will be a combination of individual assignment (30%), two team assignments (20%

+ 30%), and class participation (20%).

Assessment Individual or Group % of Final Grade

Team Assignment 1 Group 20%

Team Assignment 2 Group 30%

Individual Assignment Individual 30%

Class Contributions Individual 20%



23

Teaching Schedule (weeks, content, assignments. It can be in the tabular form.)

Session 1 – Digital Disruption

Topics

Welcome and introduction

Case: Smart card

Assess digital threats and industry vulnerability

Impact of digital technology on industry structure

Learning

Objectives

Assess your digital threats

Examine factors influence technology adoption

Explain why some industries are more vulnerable to digital disruption

Evaluate how digital technologies impact your industry dynamics

Readings

The Smart Card case will be provided in class

Brynjolfsson, E. and McAfee, A. 2017. The Business of Artificial Intelligence.

Harvard Business Review.

Iansiti, M., and Lakhani, K. R. 2014. Digital ubiquity: how connections, sensors,

and data are revolutionizing business. Harvard Business Review. 92 (11) 90–99.

Dawar, N., & Bendle, N. 2018. Marketing in the age of Alexa. Harvard Business

Review, 96(3), 80-86.

Session 2 – Digital Business Models

Topics

Case: Netflix

Disruptive innovation, disintermediation, unbundling, decoupling

Digital business models

Learning

Objectives

Compare how digital products differ from physical products (in their cost

structure, competitive environment and scalability)

Examine disruptive innovations, disintermediation, unbundling, decoupling

Differentiate different digital business models and identify your digital business

model

Readings

Chris F. Kemerer and Brian Kimball Dunn. 2017. Netflix Inc.: The Disruptor

Faces Disruption. Harvard Business Review (Case).

Christensen, C.M., Raynor, M.E., & McDonald, R. (2015). What is disruptive

innovation? Harvard Business Review, 93(12), 44-53.

Weill, P., & Woerner, S.L. (2013). Optimizing your digital business model. MIT

Sloan Management Review, 54(3), 71.

Weill, P., & Woerner, S.L. (2015). Thriving in an increasingly digital ecosystem.

MIT Sloan Management Review, 56(4), 27.



24

Session 3 – Digital Platforms

Topics

Case: InnerCircle

Network effects

Platform pricing

Learning

Objectives

Explain and give examples of different types of network effects

Distinguish between platform-based pricing and product-based pricing

Explain the tradeoffs in creating a proprietary versus an open platform

Readings

The InnerCircle case will be provided in class

Van Alstyne, M. W., Parker, G.G., & Choudary, S.P. 2016. Pipelines, platforms,

and the new rules of strategy. Harvard Business Review 94(4) 54-62.

Iansiti, M., & Lakhani, K.R. 2018. Managing Our Hub Economy. Harvard

Business Review, 96(1), 17-17.

Feng Zhu and Marco Iansiti, 2019. Why Some Platforms Thrive and Others

Don’t. Harvard Business Review.

Session 4 – Big Data, Analytics & Experimentation

Topics

Multiple real-life cases in digital, social and mobile

Correlation vs. causality

Digital experimentation

The “dark” side of analytics (e.g., privacy, algorithmic bias)

Learning

Objectives

Distinguish between correlation and causality

Assess the advantages and limitations of digital experimentation

Identify situations in which experiment and business analytics adds value in

your business

Critique the “dark” side of analytics

Readings

Kohavi, R., & Thomke, S. (2017). The surprising power of online experiments.

Harvard Business Review, 95(5).

Lambrecht, Anja and Tucker, Catherine E., Field Experiments in Marketing

(September 10, 2015). Available at SSRN: https://ssrn.com/abstract=2630209

Anja Lambrecht and Catherine Tucker. 2016. The 4 mistakes most managers

make with analytics. Harvard Business Review.

https://ssrn.com/abstract=2630209



25

Macroeconomic and Financial Analysis


Course Name (CH): 宏观经济金融分析

Course Name (EN): Macroeconomic and Financial Analysis

Credits: 2

Prerequisites:



Teaching Method: ■lecture ■discussion ■case study ■literature reading □








□EMBA □TIEMBA

Instructor: HUANG Zhangkai

Office: Weilun 320


Office Phone: 62795130

Office Hour: TBD


Course Objectives:

This course is about the economy of the People's Republic of China. It will critically examine

China’s remarkable economic performance and place this performance in historical and

comparative context. Topics covered include China’s economic structure, growth, institutions,

financial markets and current events. After the course, students will gain a comprehensive

knowledge and fundamental understanding of the contemporary Chinese economy.

The course combines lectures with seminar-style class discussions.


Suggested textbooks:

1. Yifu Lin, “Demystifying the Chinese Economy”, Cambridge University Press, 2012.

2. Barry Naughton, “The Chinese Economy: Adaptation and Growth”, 2nd Edition, MIT Press,

2018.



26

3. Yingyi Qian, “How Reform Worked in China: The Transition from Plan to Market”, MIT Press,

2017.

Teaching Schedule (weeks, content, assignments. It can be in the tabular form.)

Course Outline:

Week 1. China’s Past

1a. Ancient China and the making of modern China.

1b. Ancient Chinese economy

1. Pomeranz, K. “The Great Divergence: China, Europe, and the Making of the Modern World

Economy”, Princeton University Press.

2. Brandt, L., D. Ma, T.G. Rawski, 2014, “From Divergence to Convergence: Reevaluating the

History Behind China’s Economic Boom”, Journal of Economic Literature, 52, 45-123.

3. Landes, D., 2006, “Why Europe and the West: Why Not China?”, Journal of Economic

Perspectives, 20, 3-22.

4. Lin, Y. 1995, "The Needham Puzzle: Why the Industrial Revolution Did Not Originate in

China," Economic Development and Cultural Change, 43, no. 2, 269-292.

5. Shiue, C. H. and W. Keller. 2007. “Markets in China and Europe on the Eve of the Industrial

Revolution.” American Economic Review, 97(4), 1189-1216.

Week 2. Governance Mechanisms

2a. Governing ancient China

2b. Governing modern China

1. Xu, C. 2011, “The Fundamental Institutions of China’s Reforms and Development”，Journal of

Economic Literature, 49, 1076–1151

2. Li, H., and L. Zhou. 2005. “Political Turnover and Economic Performance: The Incentive Role

of Personnel Control in China.” Journal of Public Economics, 89: 1743–62.

3. Naughton, B., 2017, “Is China Socialist?”, Journal of Economic Perspectives, 31: 3-24.

Week 3. Economic Reform

3a. Chinese economy before 1978

3b. Reform strategy

1. Huang, Y., 2012, “How did China Take Off?”, Journal of Economic Perspectives,

26(3):147-170.

2. Coase, R. and N. Wang, 2012, How China became Capitalist, Palgrave-Macmillan, 2012. (A

summary by Coase and Wang of How China Became Capitalist is available as a Cato Policy

Report, February 2013.)

3. Li, Wei and Dennis Tao Yang. 2005 , "The Great Leap Forward: Anatomy of a Central Planning

Disaster," Journal of Political Economy, 113:840 - 877.

4. Lin, Justin Yifu. 1990. “Collectivization and China’s Agricultural Crisis in 1959–1961.” Journal

of Political Economy, 98: 1228–52.

5. Young, Alwyn. 2001. “The Razor’s Edge: Distortion and Incremental Reform in the People’s

Republic of China.” Quarterly Journal of Economics, 115 (4), 1091-1035.



27

Week 4. Land, Urbanization and Real Estate

4a. Rural reforms and urbanization

4b. Real estate bubble

1. Au, C.C., and Vernon Henderson. 2006. “Are Chinese Cities Too Small,” Review of Economic

Studies, 73, 549-576

2. Chen, K., and Y. Wen. 2017. "The Great Housing Boom of China." American Economic Journal:

Macroeconomics, 9 (2): 73-114.

3. Lin, Y. 1992. “Rural Reforms and Agricultural Growth in China,” American Economic Review,

82, pp. 34-51.

4. Jacoby, Hanan G., Guo Li, and Scott Rozelle. 2002. “Hazards of Expropriation: Tenure

Insecurity and Investment in Rural China.” American Economic Review, 92(5), 1420–47.

5. Glaeser, E., W. Huang, Y. Ma, and A. Shleifer, 2017, “A Real Estate Boom with Chinese

Characteristics”, Journal of Economic Perspectives, 31, 93-116.

Week 5. Chinese Firms

5a. Reform of SOEs

5b. Recent development

1. Groves, T., Y. Hong, J. McMillan, and B. Naughton. 1994. “Autonomy and Incentives in

Chinese State Enterprises”, Quarterly Journal of Economics, 109, 183–209

2. Hsieh, C. and P. Klenow, 2009, "Misallocation and Manufacturing TFP in China and India,"

with Peter Klenow, Quarterly Journal of Economics, November 2009.

3. Hsieh, C. and Z. Song, 2015, "Grasp the Large, Let Go of the Small," with Zheng Song,

Brookings Papers in Economic Activity, Spring 2015.

4. Huang, Z., L. Li, G. Ma, and L.C. Xu, 2017, “Hayek, Local Information, and Commanding

Heights: Decentralizing State Owned Enterprises in China”, American Economic Review, 107,

2455-2478.

5. Lin J., F. Cai, Z. Li 1998. “Competition, Policy Burdens, and State-Owned Enterprise Reform."

American Economic Review 88, 2. 422-427.

6. Ma, H., D. Berkowitz, and S. Nishioka, 2017, "Recasting the Iron Rice Bowl: The Evolution of

China's State Owned Enterprises", Review of Economics and Statistics,

7. Wei, S., Z. Xie, and X. Zhang, 2017, “From ‘Made in China’ to ‘Innovated in China’: Necessity,

Prospect, Challenge”, Journal of Economic Perspectives, vol. 31, issue 1, 49-70

Week 6. Banking Sector and Debt Market

6a. Banking Sector: bad loans and shadow banking

6b. Government and Corporate Debt

1. Ru, H. 2017, “Government Credit, a Double-Edged Sword: Evidence from the China

Development Bank”, Journal of Finance, 73(1)

2. Q. Jun, P. Strahan, and Z. Yang, 2015, “The Impact of Incentives and Communication Costs on

Information Production and Use: Evidence from Bank Lending”, Journal of Finance, 70(4)

3. Ang, Andrew, Jennie Bai, and Hao Zhou (2016). “The great wall of debt: Real estate, corruption,

and Chinese local government credit spreads.” Working Paper.

4. Chen, Zhuo, Zhiguo He, and Chun Liu (2017). “The financing of local government in China:

Stimulus loan wanes and shadow banking waxes.” Working Paper.

5. Gao, Haoyu, Hong Ru, and Dragon Yongjun Tang (2017). “Subnational debt of China: The



28

politics-finance nexus.” Working Paper.

6. Liu, Xiaolei, Yuanzhen Lyu, and Fan Yu (2017). “Implicit government guarantee and the pricing

of Chinese LGFV debt.” Working Paper.

Week 7. Stock Market

1. Allen, F., J. Qian, and M. Qian, 2005, “Law, finance, and economic growth in China”, Journal

of Financial Economics, 77, 57-116.

2. Fan, J., T.J. Wong, and T. Zhang, 2007, “Politically connected CEOs, corporate governance, and

Post-IPO performance of China's newly partially privatized firms”, 84, 330-357.

3. Berkowitz, D., C. Lin, and Y. Ma, 2015, “Do property rights matter? Evidence from a property

law enactment”, Journal of Financial Economics, 116, 583-593.

4. Chan, K., A. Menkveld, and Z. Yang, 2008, “Information Asymmetry and Asset Prices:

Evidence from the China Foreign Share Discount”, Journal of Finance, 63(1).

5. Chen, Q., 2012, “The Sensitivity of Corporate Cash Holdings to Corporate Governance”,

Review of Financial Studies, 25, 3610-3644.

6. Jia, C., Y. Wang, and W. Xiong, 2017,“Market Segmentation and Differential Reactions of Local

and Foreign Investors to Analyst Recommendations”， Review of Financial Studies, 30,

2972-3008.

Week 8. China’s Future

1. Barro, R., 2016, “Economic Growth and Convergence, Applied to China”, China & World

Economy, v. 24 No. 5: 5- 19.

2. Hsieh, C., C. Bai, and Z. Song, 2016, "The Long Shadow of a Fiscal Expansion," with Bai

Chong-en and Zheng Song, Brookings Papers in Economic Activity, Fall 2016.

3. Li, H., P. Loyalka, Sc. Rozelle, and B. Wu. 2017. "Human Capital and China's Future Growth."

Journal of Economic Perspectives, 31 (1): 25-48.

4. Liang, M-Y., 2010, “Confucianism and the East Asian Miracle”, American Economic Journal:

Macroeconomics, 2(3): 206-234.

5. Lin, J. Y. ，2015， “Prospects for a Re-acceleration of Economic Growth”, Journal of

Comparative Economics, 44: 842-853.

6. Zhu, X., 2012, “Understanding China’s Growth: Past Present and Future”, Jour of Economic

Perspectives, 26(3):103-124.



29

Management of Global Enterprises


Course Name (CH): 全球化企业的管理

Course Name (EN): Management of Global Enterprises

Credits: 2

Prerequisites:



Teaching Method: ■ lecture ■discussion ■ case study □ literature reading □



■case analysis (report) ■final report/thesis □final exam



Course Category: □core course □elective course


□EMBA □TIEMBA

Instructor: Chen Taotao

Office: Weilun 386

E-mail: [email protected];

Office Phone:

Office Hour: By Appointment



Chinese outward investments grew fast after 2004, especially after the financial crisis, which caused

much attentions worldwide. As a late comer, do Chinese MNEs have the capability to invest abroad

under the complex and volatile international environment? How do Chinese MNEs face the

challenges caused by unfamiliar environment? And how do they accumulate capabilities in

domestic country and in host counties? These questions will be deeply discussed in the class.

Besides, as a developing country, China has a large and open market that provides opportunities to

Chinese enterprises. Therefore, investing abroad is not the only choice of internationalization.

Chinese enterprises should link the domestic market as well as the foreign market to make full use

of GVC and their own advantages. Only in this way can they catch the opportunities and grow to be

sustainable global enterprises. In this course, some classic and efficient IB theory will be mentioned,

a practical analysis framework for accumulating capabilities to invest abroad will be taught, and the

cases of both foreign MNEs and Chinese MNEs will be reviewed and compared. The topics such as

how to deal with international business environment, how to develop and apply domestic advantage,

how to plunge in the market and balance the strategy of integration and localization, will be

sufficiently discussed. In the course, sharing of your personal international experience, both for

your company and for yourself, will be highly encouraged.




30


1. Mike W. Peng (2008), Global Strategic Management, 2nd International Edition,

South-Western.

2. International Management: Text and Cases. 5th English Edition, Paul W.Beamish, Allen

J.Morrison, Andrew C. Inkpen, Philip M.Rosenzweig.

3. World investment report over the years: http://worldinvestmentreport.unctad.org/.



1 Assignment for Class Presentation 40%

2 Final Report (Presentation + Written Report) 50%

3 Peer Evaluation 10%

Note:

1. Presentation requirement:

Case discussion shall be carried out in each class (except for the first class). The cases discussed

in the class are designated by the professor, and the students shall read the cases before class.

The designated group shall conduct pre-class analysis according to the questions raised by the

professor, and make the presentation in the class.

2. Final report:

Each group can select an aspect of a target enterprise which have experience of

internationalization. The format of the report should follow three steps, which are mainly

“raising question, analyzing the question, and finding solution”. The topic and content of the

course report shall be relevant to the topics we discuss in class and should be completed and

submitted in written form before the designated date.


No. Content Literature reading

1

Course Introduction

Module I:

Global Competitive Context of Business

Global context I: Landscape of FDI/TNCs in the

world & The debate of Chinese company

investing abroad

Global context II: industry analysis

Global context III: country level analysis

China context I: China FDI in global setting

China context II: The reflection of China’s FDI in the

world and how to response

World Investment Report 2015

World Investment Report 2016

2

Module II:

Building International Enterprise – strategic and

management issues

Michael Porter, “Competing

Across Locations: Enhancing

Competitive Advantage



31


Topic: The Rational of investing abroad

Key Q I: Why invest abroad?

Key Q II: How to evaluate location (“L”)

advantages?

Key Q III: Where do “O” advantages come from?

Conceptual framework:

Dunning’s “OLI” theory

Porter’s: “National competitive advantages”

through a Global Strategy”

from Porter, On Competition,

1998.

CASE: Finland and Nokia

(HBS 9-702-427)

CASE: China’s TV Set

Manufacturing Sector

3

Topic: constructing International Strategy

Key Q I: How to evaluate internalization (“I”)

advantages?


Don Lessard’s RAT & CAT tests

CASE: TCL Multimedia (HBS

N9-705-404)

CASE : Shanghai Electric

Group

4

Topic: Difference matters!

Key Q II: How the differences between countries

matter to the success of investing abroad?

Conceptual Framework:

Ghemawat: CAGE framework

Ghemawat, P. (2001).

Difference Still Matters,

Harvard Business Review,

79(8), 137-147.

CASE: Wal-Mart in Europe

(HBS 9-704-027)

Tsinghua CASE: China

Construction in US

5

Topic: Entry mode & Development

Key Q I: Why firms use M&A or establish

strategic alliances when they invest abroad?

Key Q II: What are the key factors that lead to a

successful cross-border M&A?

Key Q III: What are the key factors that lead to a

successful international alliance?

Conceptual Framework:

Some rules for international M&A

Some rules for International Strategic alliances

CASE: Globalization of

CEMEX (HBS 9-701-017)

Case: Yan Mining taking over

Felix in Australia

6

Topic: Grow with Global Value Chain (GVC)

Key Q I: what are the chances inside GVC?

Key Q II: what are the chances outside GVC?

Key Q III: How to catch the chances if you are

local firm in small economy?

Key Q IV: How to catch the chances if you local

firm in big economy?


GVC related theories

FDI spillovers

CASE: UMC Semiconductor

Company in Taiwan

CASE: Chery Automobile:

Challenges and Opportunities

under the Global Value Chain

7 Topic: Competing in Chinese market

Key Q I: As international retailers, how to win the

Bhattacharya, A. K., &

Michael, D. C. (2008). How



32


global competition in china retail market?

Key Q II: As Chinese local retailers, how to win

the global competition in china retail market?

Local Companies Keep

Multinationals at Bay, Harvard

Business Review, 86(3), 84-95.

CASE (under development):

Wal-Mart in China

CASE (under development):

China Resources Vanguard


None



33

Marketing Research


Course Name (CH): 营销研究

Course Name (EN): Marketing Research

Credits: 2

Prerequisites: MBA core course in finance

Teaching Language: □ CH □ CH+EN (EN ≥50%) ■ EN

Courseware Language: □ CH ■ EN

Teaching Method: ■ Lecture ■ Discussion □ Case study □ Literature reading ■

Computer-aided assignment ■ Students’ in-class presentation

Assessment Method: ■ In-class quiz ■ Oral presentation □ Group discussion

□ Case analysis (report) □ Final report/thesis □ Final exam

■ Practice project (report) □ Others ______________________

Semester: ■ Spring □ Autumn □ Summer

Course Category: □ Core course ■ Elective course

Target Students: □ Undergraduate □ Master □ PhD ■ MBA

□ EMBA □ TIEMBA

Instructor: Prof. ZHENG Yuhuang

Office: Rm. 549, Weilun Bldg.


Office Phone: 6277 2992

Office Hour: TBA

Discussion Board: http://www.sem.tsinghua.edu.cn

Course Description

1. To develop an understanding of the role of marketing research in the business world.

2. To provide a fundamental foundation in marketing research concepts and methods

3. To provide you with the skills necessary to design, conduct a market research project


1. Marketing Research: An Applied Orientation, by Naresh K. Malhotra, 5th edition, Prentice

Hall.

2. Marketing Research: Methods and Application (in Chinese), by ZHENG Yuhuang, Remin

University Press

3. Software: SPSS 14.0 or above

Grading



34


1 Class Participation 20%

2 Midterm Exam 20%

3 SPSS Assignment 20%

4 Group Project Presentations 20%

5 Group Project Final Report 20%

Teaching Schedule

Week Content

5

Introduction;

Marketing Research Process;

Problem Formulation

6

Research Design:;

Exploratory Research

Descriptive Research

Casual Research

7 University Holiday (No Class)

8 Measurement and Scaling;

Questionnaire Design

9 Sampling Design;

Data Collection

10 Data Analysis Techniques

11 Advanced Data Analysis Techniques

12 Group Project Presentations



35

Practical Strategic Management


Course Name (CH): 战略管理实务

Course Name (EN): Practical Strategic Management – with special emphasis on high-tech

industry

Credits: 1

Prerequisites: Fluent in English



Teaching Method: ■ lecture □ discussion □ case study □ literature reading

□computer-aided assignment □students’ in-class presentation







□EMBA □TIEMBA

Instructor: Dr. Ingo Beyer von Morgenstern

Office: McKinsey & Company, Allamnus


Office Phone: TBD

Office Hour: TBD


TA: Margit Treyz

TA’s E-mail: [email protected]


An understanding of the tools and frameworks used to manage a Chinese or an international

enterprise, with special focus on the application of globally proven concepts to technology-oriented

industries and China business specifics. An overview on strategic, operational and organizational

state of the art frameworks will be provided. Teaching approach will emphasize the discussion of

application of frameworks and tools, as well as a built-in case study.


Specially prepared handouts and case studies




36

Specially prepared handouts and case studies


1 Attendance 30%

2 Final exam 70%


Scheduled March 31st , April 1st, April 2nd , April 3rd , 2020




37

Seminar of Management Accounting Research NEW


Course Name (CH): 管理会计研究专题

Course Name (EN): Seminar of Management Accounting Research

Credits: 2

Prerequisites: N/A



Teaching Method: ■ lecture □ discussion ■ case study □ literature reading

□computer-aided assignment □ students’ in-class presentation


□case analysis (report) □final report/thesis ■ final exam





□EMBA □TIEMBA

Instructor: Jake Cohen (MIT Professor)

Office: TBD

E-mail:

Office Phone: TBD

Office Hour: TBD


Course Description

Overview

This course explores the use of accounting information for internal planning, decision-making, and

performance evaluation. The main objective of the course is to equip you with the knowledge to

understand, evaluate, and act upon the many financial and non-financial reports used in managing

modern firms.

A firm’s managerial-accounting system serves two fundamental purposes. First, managing the

modern firm requires financial and non-financial information about the firm’s products, processes,

assets and customers. This information is a key input into a wide range of analytical tools to support

decisions: analyzing profitability of customers, making operational and strategic decisions,

evaluating investments, investigating efficiency, and so on.

Second, modern economic complexity requires that owners or top managers of a firm delegate the

rights to make critical business decisions to managers at all levels of the firm. The firm’s information

system plays a key role in providing incentives to these managers and evaluating their



38

performance.

The focus of this course is on two central objectives of internal accounting systems. Along the way,

we will discover that many companies have not provided their managers with useful information.

These managers have to rely on information systems designed years ago for very different

business processes and with very different technologies. We will take a look at a number of pitfalls

that these systems can induce and the dangers in using them to make business decisions. We will

also investigate some modern ideas in how an organization’s information system should be

designed.

To attain the right level of understanding, you will need to be familiar with the mechanics of the

many techniques used to prepare management reports. But the emphasis in this course is very

much on interpretation, evaluation, and decision making.

Course Topics

We will look at the following specific topics:

• Designing managerial information systems to support an organization’s strategy.

• Determining which financial and non-financial metrics are necessary for long-term success in

various competitive environments.

• Evaluating profitability of product, services, assets and customers.

• The capabilities and the limitations of various cost-management systems in guiding

value-maximization, cost control and improvement efforts.

• The limitations of traditional costing systems.

• Activity based costing and activity-based management.

• Estimating and managing the costs of capacity.

• Relevant costs and relevant revenues in business decisions.

• Capital budgeting decisions

• Decentralizations and performance evaluation.

• The incentives created by various performance-evaluation techniques.

• Transfer pricing.


TBD

Grading

Evaluation The course grade will be based on class participation and a final examination:

Class participation: 50%

Final examination: 50%

Class participation. The grade for class participation will depend on the quality of your interaction

and participation in class discussions.

Final exam. The final exam will only cover topics, concepts, ideas and examples that we specifically

cover in class. It will be in the form of a case study.



39

Class Participation Grading Rubric

Grade Feedback

Outstanding

(5)

Demonstrates consistent and excellent preparation, and readily contributes to

all activities and discussions in class (proactive participation); consistently

demonstrates insight by asking thoughtful questions and making high quality

statements (relevance to topic, in-depth with clarity and brevity) that adds to and

facilitates class discussion, builds upon others’ comments, and relates to

readings /cases and/or other sources (experiences, or course materials).

Exemplary

(4)

Demonstrates consistent preparation, and readily contributes to all activities

and discussions in class (proactive participation); often demonstrates insight by

asking thoughtful questions and making quality statements (relevance to topic,

in-depth with clarity and brevity) that adds to and facilitates class discussion,

builds upon others’ comments, and relates to readings /cases and/or other

sources (experiences, or course materials).

Accomplished

(3)

Demonstrates preparation, and contributes to most activities and discussions in

class; occasionally demonstrates insight by asking questions and/or making

quality statements (relevance to topic, in-depth with clarity and brevity) that

adds to and facilitates class discussion.

Developing

(2)

Demonstrates inconsistent preparation, and/or sporadically participates in

some activities or may not voluntarily contribute to discussions in class; may

make tangential statements; occasionally knows basic facts about

readings/cases, but does not show evidence of trying to interpret or analyse

them.

Passive

(1)

No (or limited) participation in class activities and/or does not contribute to

discussions in class.

IMPORTANT:

1. Scoring: Students scored every half-day. Penalty (-1) if absent.

2. Further reduction on the average class participation score when student shows disruptive/

distractive behaviour in class:

• Substantial offence: Sometime demonstrates disruptive and/or distractive behaviour in

class and may hinder the learning of others (using mobile phones, PDAs or laptops without

permission in class) and/or sometimes late to classes.

• Serious offence: Very often demonstrates disruptive and/or distractive behaviour in class

and may hinder the learning of others (using mobile phones, PDAs or laptops without

permission) and/or frequently late to classes.

Teaching Schedule

Outline of Class Sessions

Session 1:

The Red Bearded Baron – Bridging between Financial Accounting & Managerial Accounting

Session 2:

Introduction to Managerial Accounting

Case: Superior Manufacturing Company – HBS Case# 9-105-010



40

Assignment Questions:

1. Based on the 2004 statement of the profit and loss data (Exhibits 1 and 2), do you agree with

Water’s decision to keep product 103?

2. Should superior lower as of January 1, 2006 its price of product 101? To what price?

3. Why did Superior improve profitability during the period January 1 to June 30, 2005?

______________________________________________________________________________

Session 3:

Case: Seligram, Inc: Electronic Testing operations – HBS Case# 9-189-084


1. What caused the existing system at ETO to fail?

2. Calculate the reported costs of the five components described in

(a) The existing system

(b) The system proposed by the accounting manager

(c) The system proposed by the consultant

3. Which system is preferable? Why?

4. Would you recommend any changes to the system you prefer? Why?

5. Would you treat the new machine as a separate cost centre or as part of the main test room?

______________________________________________________________________________

Session 4:

Case: Anagene, Inc. – HBS Case# 9-102-030

Exercises: Youngstown Exercise and Capacity Question


Please prepare the Youngstown Products and Peak/Off-Peak exercises for class.

1. Work the Youngstown Products numerical example

2. What has caused the fluctuating margins for Anagene’s cartridges?

3. Should Kelly even be concerned with the assignment of overhead costs to cartridges and gross

margins that include allocated overhead? Why not use variable contribution margin (selling price

less variable costs, primarily materials) for management decisions-making and reporting.

4. What approach do you recommend that Daniel Yetlin adopt? For your recommended approach,

what will be the cartridge product costs and margins?

______________________________________________________________________________

Session 5:

Case: Wilkerson Company – HBS Case# 9-101-092


1. What is the competitive situation faced by Wilkerson?

2. Given some of the apparent problems with Wilkerson’s cost system, should executives abandon

overhead assignment to products entirely by adopting a contribution margin approach in which

manufacturing overhead is treated as a period expense? Why or why not?

3. How does Wilkerson’s existing cost system operate?



41

4. Develop and diagram an activity-based cost model using the information in the case. Provide

your best estimates about the cost and profitability of Wilkerson’s three product lines. What

difference does your cost assignment have on reported product costs and profitability? What

causes any shifts in cost and profitability?

5. Based on your analysis for Question 4, what actions might Wilkerson’s management team

consider for improving the company’s profitability?

6. What concerns, if any, do you have with the cost estimates you prepared in the answer to

Question 4? What other information or analysis would you want for better cost and profitability

estimates?

Reading: Introduction to Activity-Based Costing – HBS Case# 9-197-076

______________________________________________________________________________

Session 6:

Case: Kanthal (A) – HBS Case# 9-190-002


1. Why was the Kanthal president, Ridderstrale, attempting to accomplish with the Account

Management System? Are these sensible goals?

2. Why did Ridderstrale feel that the previous cost system was inadequate for the new strategy?

Why could there be hidden profit and hidden loss customers with the previous cost system? What

causes a customer to be a “hidden loss” customer?

3. How does the new Kanthal 90 Account Management system work? What new features does it

offer? What are its limitations that may limit its effectiveness?

4. Consider a product line whose products generate a 50% gross margin (after subtracting

volume-related manufacturing and administrative expenses from prices? The cost for handling an

individual customer order is SEK750, and the extra cost to handle a production order for a

non-stocked item is SEK2,250

a) Compare the net operating profits of two orders, both for SEK2,000. One order is for a

stocked item and the other is for a non-stocked item.

b) Compare the operating profits and profit margins of two customers, A and B. Both

customers purchased SEK 160,000 worth of goods during the year. A’s sales came from

three orders, for three different non-stocked items. B’s sales came from 28 orders, of which

6 were for stocked items and 22 for non-stocked items.

5. What should Ridderstrale do about the two larger unprofitable customers revealed by the account

management system?

______________________________________________________________________________

Session 7:

Case: Software Associates – HBS Case# 9-101-038


1. Prepare a variance analysis report based on the information in Exhibit 1. Would this be sufficient

to explain the profit shortfall to Norton at the 8 AM meeting?

2. Prepare a variance analysis report based on the information in Exhibit 2.

3. Prepare a spending and volume variance analysis of operating expenses based on the additional

information supplied in Exhibit 3.



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4. Prepare an analysis of actual versus budgeted revenues, consultant expenses, and margins

using the additional information supplied in Exhibit 4.

Reading: Variance Analysis and Flexible Budgeting – Case# 9-101-039

______________________________________________________________________________

Session 8:

Case: Musimundo – HBS Case# 9-105-036


1. Describe the strategic context in which Quintana should judge Musimundo’s performance. What

are the characteristics of the environment that Musimundo competes in? What are Pegasus’s

strategic objectives for Musimundo? How do these factors affect the budgeting process?

2. The components of Musimundo’s performance incentive plan are describe in Exhibit 6. using this

information, can you tell what things managers are accountable for? Using the data in the case,

please compare the list of things for which the manager is accountable with the list of things he

has control over. Please prepare such a list for Nalda (CEO) and Gejundes (Branch Manager)

3. According to Exhibit 7a, from January to June 2004 Musimundo generated AR$449,000 more

gross margin before variable costs than it had budgeted.

(a) How much of the change in gross margin was due to…

• …change in sales?

• …change in gross margins?

• …changes in the product mix?

(b) How do you interpret this information? What questions should Quintana ask in the board of

directors meeting? When you consider the results of this analysis and the other information in

the managerial report, do you think Musimundo is in good shape?

4. According to Exhibit 7a, sales of CDs and cassettes for the January to June 2004 period were

over budget. How do you interpret the increase in sales? Do you share Quintana’s worries about

missed opportunities in the rising economy?

5. Should the board approve Nalda’s request to change the budget targets for the year? If so, how

extensive should the changes be?

______________________________________________________________________________

Session 9:

Case: Birch paper Company – HBS Case# 9-158-001


1. Which bid should Mr. Kenton accept?

2. Which bid is the best interest of Birch Paper Company?

3. Should the commercial vice-president intervene? If so, how?

Reading: Introduction to Responsibility Accounting Systems - Case# 9-105-009

______________________________________________________________________________

Session 10:

Case: Nordstrom: Dissentation in the Ranks (A) – HBS Case# 9-191-002

Case: Video – Wells Fargo – Performance measures and ethics



43


1. What is the cause of the problems descried in the case? How serious are these problems?

2. Are Nordstrom employees pressured inappropriately by the sales-per-hour system? By

management?

3. How effective is the memo reproduced as Exhibit 3 in clarifying the distinction between “sell” and

“non-sell” time?

4. How would you change management systems at Nordstrom?

Reading: Control in an Age of Empowerment – HBR 5211

______________________________________________________________________________

Session 11:

Case: Mobil USM&R (A1) – HBS Case# 9-197-120


1. What objectives and measure should the two customer teams (consumer sub-team, dealer

sub-team) select for their core customer outcomes. How can these teams measure what the

dealer and Mobil must do well to achieve the desired customer outcomes?

2. What should be the objectives and measures for the internal business processes at USM&R?

Remember, these objectives and measures must drive the desired performance in the financial

and customer objectives.

3. Comment on the scorecard development process. Why did Bob McCool initiate yet another

initiative, the Balanced Scorecard project? What elements seem critical to the success of a

Balanced Scorecard project?

______________________________________________________________________________

Session 12:

Rethinking the Purpose of the Corporation and focus on stakeholders and managerial

consequences – interactive lecture

Session 13:

Capital Budgeting decisions and pro forma EFN modeling

HBS – Investment Analysis Exercises



44

Strategic Analysis & Presentation Workshop


Course Name (CH): 战略分析工作坊

Course Name (EN): Strategic Analysis & Presentation Workshop

Credits: 1

Prerequisites: N/A



Teaching Method: ■ lecture ■ discussion ■ case study □ literature reading








□EMBA □TIEMBA

Instructor: Professor Steven White


Office Phone: 62792504

Office Hour: TBD


TA: TBD

TA’s E-mail: TBD

Course Description:

This course is designed as a workshop to develop your skill to undertake and effectively present an

integrated and complete strategic analysis. During your MBA program, it complements your core

strategy course and will help you if you choose a strategy consulting project as your Integrated

Practical Project (IPP) or participate in case competitions. It will also be useful if you undertake

similar analyses for your future employer, for yourself/top management team if you plan to start

your own firm, or when you yourself are a consumer of another person’s strategic analysis and

recommendations. In addition to case discussions and exercises, you will learn-by-doing by

completing a strategic assessment of a firm or one of its business units and generating an actionable

recommendation. For those interested, we will match teams with x-lab ventures or companies in

the Tsinghua University Science Park Incubator.

Grading

Participation



45

In your career, you will be recognized for your active participation and contribution to discussions.

Our class meetings will also be more valuable with your active participation. You will be assessed

based on the following:

Are you prepared?

Are you a good listener?

Do your comments add to our understanding of the situation?

Do you challenge the ideas of others in a positive and constructive manner?

Do you integrate material and insights from other sessions and readings from this course, other

courses, and your own experiences?

Does your team make significant progress on the in-class exercises and workshops, and

contribute to the class discussions?

In-classes exercises

Your team will provide succinct presentations of each step in the analysis process during our first

all-day workshop. In a later session, you will give and receive feedback on another team’s

analysis content and presentation.

Team project

Your team will undertake a strategic analysis of a business or business unit of your choosing (after

consulting with the professor). Over 4 weeks, you will gather information on your firm, both its

internal structure, features and performance and its external environment. Your team will meet

with the professor several times during this period to discuss findings, progress and challenges.

Grading will be based on the quality of your analysis and recommendations and effectiveness of

your presentation. See Appendix A for detailed guidelines.

Teaching Schedule

Sessions 1~4 One-day workshop covering the full strategic analysis process

Overview of the strategic analysis process

Concepts: Fundamental strategy

Strategic alignment

Strategic analysis action plan

Readings: Porter, “What is strategy”

White, “Dynamic Strategic Alignment”.

White, “Crafting and Executing a Strategic Vision, Parts 1, 2 & 3”.

Case: Tesla Motors

Exercise: What is Tesla’s fundamental strategy?

Environmental analysis

Concepts: Review PEST (macro- and industry-level) and 5-Forces

Reading: Porter, “Five forces shaping strategy”.

Exercise: What environmental factors have an impact on Tesla?



46

Firm analysis

Concepts: Strategy Triangle

Resources and capabilities and VRIO

Reading: Prahalad & Hamel, “The core competence of the corporation”.

Exercise: What are Tesla’s internal strengths and weaknesses?

Identifying strategic challenges and opportunities

Concepts: SWOT Strategic challenge statement

Growth: options and modes

Exercise: What are 2~3 high-priority strategic issues (“questions”) that Tesla must answer?

Strategic options recommendations presentations

Concepts: Generating, describing and evaluating strategic options

Comparing strategic options

Recommendations: Implementation issues, risk management

Exercise: Describe 2~3 strategic options to address one strategic challenge or

opportunity facing Tesla; describe pros/cons for each; compare and choose;

address key implementation issues and risks.

Sessions 5 & 6 Group project peer team feedback

Prior to this session, you will exchange your team’s strategic analysis project from another course,

case competition or other activity with your peer team. You will prepare detailed feedback on the

content and presentation of your peer team’s presentation. During this session, you will exchange

and discuss the feedback and we will discuss ways to improve both content and presentation quality.

Guidelines will be distributed.

8. Final presentations & discussion

Each team will make their final presentations and we will review effective approaches to strategic

analysis and presenting to a critical audience, with specific reference to IPP and case competitions

and “real world” situations. A professional consultant will join us and provide feedback on the

presentations.

APPENDIX A

GUIDELINES FOR TEAM PROJECT

YOUR TASK

You are an outside consulting team hired to assess the strategic issues and opportunities facing a

firm—either a single-business firm or the business unit within a multi-business firm. You will

generate options and make a final recommendation to the firm’s top management. Besides

choosing a firm/business that your team may have an interest in but only have access to publically

available information, you may instead choose to do a “live case”; i.e., a strategic analysis of a new

venture in the x-lab, the TUSPark Incubator or other similar organization.



47

DELIVERABLES

Your team will collaborate to do a complete strategic analysis of the business, including assessing

current performance and internal and external factors in order to identify strategic challenges and

opportunities facing the business. You will then focus on a specific strategic issue, generate and

compare options, and recommend action. Prior to Session 5, you will exchange your

presentation/analysis with a peer team, and you and the peer team will prepare detailed feedback on

each other’s analysis and presentation, and discuss this feedback Sessions 5&6. After revising it

based on the feedback, you will deliver a final analysis and presentation in Sessions 7&8.

PRESENTATION CONTENT AND FORMAT

Please use the following guidelines to structure your presentation. You have a maximum of 20

slides and 15 minutes. (Slide # and time limit will be strictly enforced.) You will be assessed on

both the quality of your analysis (content) as well as the effectiveness of your presentation (style

and form).

Title Slide and Executive Summary (1): Give your group number and members’ names.

Then bullet points covering the following: concise strategic challenge statement (see below),

main options you considered, your key recommendation, and major considerations for

implementing the recommendation.

Situational analysis (3~5): Succinctly describe the organization (fundamental strategy,

strategic goals, performance vis-à-vis strategic goals, etc.) and the external and internal

factors that have a significant impact on the firm’s performance and ability to achieve its

goals. Be sure to specify explicitly how these factors impact the business. Use

frameworks (SWOT, PEST, 5-Forces, Strategy Triangle, firm and industry value chain, etc.)

to generate these factors and their impact, but do NOT present those frameworks themselves.

Remember that all slides must have a clear message/insight, and clearly answer “So what?”

in addition to presenting descriptive data.

Strategic challenge statement (1): Select a high priority problem or opportunity that flows

from your situational analysis. Explain why you chose this challenge, and also what are

the main considerations and constraints involved. You may use a variation of the format:

“How can/should [the firm] _________, taking into account _____________. This is

important to address because ___________.”

Options (3~4): Generate 2 or 3 options that the firm could reasonably consider to address

the problem or opportunity you are addressing. These may or may not be mutually

exclusive. Briefly describe each option (activity(ies), locations, actions, means, impact,

requirements, etc) and its key advantages/benefits and disadvantages/risks/costs.

Compare options (1~2): Make a side-by-side comparison of the options based on a

common set of criteria. Choose criteria that are particularly relevant for the business and

this particular strategic decision. Weight or otherwise prioritize the criteria to distinguish

which are more or less critical in making the final choice.



48

Recommendation (2~3): State your choice among the options, clearly explaining your

rationale for choosing this option over the others. When not mutually exclusive, you may

recommend more than one option, but you must also be clear about resource constraints and

timing; few organizations can undertake many new strategic initiatives simultaneously.

For each recommended option, be sure to address the disadvantages/risks/”cons” you

identified earlier and explain how these can be managed, as well as other important

implementation issues.

Back-up/Detail slides (0~5): You may prepare more detailed slides that provide greater

depth to any aspect of your analysis.

CONTENT AND STYLE

Make the most use of your “slide real estate”; do not just present “facts” or “fluff”. Combine

relevant data with insights and implications of that data (i.e., answer the question “So what?”).

Also, assume that your slides will be sent to someone who has not attended your presentation.

That makes it vital that your slides are “meaty”; i.e., put all key messages explicitly on the slides,

and present only enough “data” necessary to support those messages. (Indeed, this is

recommended for most business presentations.) Use graphics sparingly and only if they contribute

to the message.

Format guidelines:

Slide 1 is your executive summary, and includes your team member names.

Insert page numbers.

Print-outs: Select “Handout” format, 2 slides/page, black & white.



49

Elementary Chinese B


Course Name (CH): 初级汉语(B)

Course Name (EN): Elementary Chinese

Credits: 2

Prerequisites:

Teaching Language: □CH ■CH+EN (EN ≥50%) □EN

Courseware Language: ■CH □EN

Teaching Method: □ lecture □ discussion □ case study □ literature reading □


Assessment Method: □in-class quiz □oral presentation □group discussion □case analysis

(report) □final report/thesis □final exam □practice project (report)

□others___________________________

Semester: □spring ■autumn □summer


Target Students: □Undergraduate □Master □PhD ■MBA □EMBA □TIEMBA

Instructor:

E-mail:

Office Phone:

Course Description：

There are 32 class hours in this course. This course is set for exchange students and International

visiting students. When finish this course, you can improve your Chinese on the following aspects.

1. Master pinyin by learning pinyin, initials, finals, tones, strokes and radicals.

2. Can write some characters after learning strokes, radicals, and writing principals.

3. Master Chinese basic grammars and practice.

4. Learn daily communication topics, and can talking about these topics with others.

5. Read the essays related to the vocabularies and grammars already learned.

6. Learn how to write a short article with the words and grammars just learned, and the topics are

related to characters introduction, family introduction, hobbies and so on.



50

Pre-intermediate Chinese B


Course Name (CH): 准中级汉语(B)

Course Name (EN): Pre-intermediate Chinese B

Credits: 2

Prerequisites: N/A

Teaching Language: ■CH □CH+EN (EN ≥50%) □EN

Courseware Language: ■CH □EN

Teaching Method: □ lecture □ discussion □ case study □ literature reading





Semester: □spring ■autumn □summer



□EMBA □TIEMBA

Instructor:

E-mail:

Office Phone:

Course Description

There are 32 class hours in this course. This course is set for exchange students and International

visiting students. When finish this course, you can improve your Chinese on the following aspects.

1. Master more difficult and complicated characters and vocabularies.

2. Can use more formal vocabularies and expressions，and Know differences of similar words, and

use it in right way.

3. Master more complicated but frequently used grammars.

4. Improve faster by intensive practice. Because the difficulty increases, students’ passion for

learning Chinese will be influenced, so this kind of intensive practice is necessary and effective.

5. Read longer and complicated essays to help students understand and taste the differences

between elementary level and pre-intermediate level.

6. Master the detailed and dedicate description for persons, for example characteristics, looks,

mental activity, interest and so on.

7. Know how to describe places and the similarities and differences among different places, for

example scenery, customs and so on.

Documents

Spring Semester 2021 MBA Elective Course Syllabuses